Apple Inc. Strategic Management

Currently, Apple Inc. (Apple) is one of the leading and influential technology companies in the world and has imposed a massive technological impact across the globe. Located in Cupertino, California in the United States, Apple was founded in the year 1976 and later incorporated in the following year. The company focuses on designing, manufacturing, and marketing of mobile communication and media devices as well as portable digital music players, personal computers, related software, applications, and digital content. According to Thompson, & Martin, Apple has made it possible to incorporate technology into our day to day lives basic requirement by using personal computers as their primary foundation (2010). The company’s impressive performance also received a significant boost by releasing an extensive array of impressive products like the iPod, iPhone, Apple TV, iPod classic, iPod touch, iPod Nano, iPod shuffle, iMac, MacBook Air, MacBook Pro, MacBook, iMac, Mac mini, and MacPro by the spring of 2011. The company’s focus on innovation has enabled it to maintain a competitive advantage while its exemplary marketing edge over other players in the sector has ensured increasing revenues. It is also critical to note that Apple faces exceptionally stiff competition within the technological industry environment.

Strategic Management

Strategic management refers to an ongoing practice of evaluating and controlling a business and the industries in which the company involves itself; assessing its competitors and setting goals and strategies that are intended to offer a competitive advantage over potential and existing competitors with regular assessment to determine the successes and challenges of the procedure in place (Witcher & Chau, 2010). Alternatively, strategic management can be viewed as a concept for promoting a systemic approach to strategy formulation that is in tandem with an organization’s goals, mission, vision and objectives coupled with measures for assessing the implementation choices and actions that the firm enlists in achieving its desirables and more specifically the purpose (Thompson, & Martin, 2010). Courtesy of their excellent strategic management, Apple Inc. is one of the few American companies that managed to come out of recession better and stronger and even more successful than comparable organizations. Through its ingenious business strategy, Apple happens to be the only company to maintain the number one spot as the most innovative company in the world’s coveted Fortunes List in 2007 before the recession and also came out triumphant in 2011 post-recession.

At Apple Inc. Strategic management refers to a set of actions and decisions that the firm uses in formulating and executing measures that offer competitive superiority over its peers and competitors within its operational environment so as to achieve the set organizational goals. Strategic management is instrumental in aiding managers in making the decision on how to position the company in a manner that offers it a competitive advantage within its environment (Witcher & Chau, 2010). In executing strategic management, one has to begin by defining the explicit strategy; an action plan describing resource allocation, business environment activities as well as how to achieve competitive advantage and Apple’s goals. The managers at the company have to decide whether they will carry out different activities or do the same actions in a different manner in relation to their competitors. Although Apple Inc. consistently changes its management strategy to suit the existing business environment, the company has strived to maintain its competitive advantage through focusing on their core competencies, developing synergy and creating value for customers all through. The company begins its strategic management process by executives evaluating the firm’s current positioning in relation to their goals, mission, and strategies. When undertaking strategic management, Apple Inc critically assesses the organization’s internal and external environments in order to highlight the vital aspects that may need change (Singh, 2008).

Furthermore, an objective examination of both the internal and external activities can help the company in redefining its mission or goals, or even in the formulation of new strategies at the corporate, business and functional levels. Most business observers attribute Apple’s admirable performance during the globally unfavorable financial times in 2008 to the company’s great innovation capabilities. Apples consistent product improvement such as laptops’ enhancements, organizational structures changes, appropriate reward system and the provision of required resources has ensured the firm’s success over time.

Internal environment

All functional organizations experience areas of strength and weaknesses in different spheres of the business. It is also crucial to note that no organization can either be entirely weak or strong in all areas (Grant, 2007). I will enlist the use of the VRIO framework for the purposes of carrying out an audit of the internal environment. The frameworks are Value, Rarity, Imitability and the entire Organization hence VRIO. Apple Inc. products offer value for the customers; for instance, the iPhone uses the latest technology, fast, easy and straightforward way of usage and the benefit of having an all in one device. Since the technology that is used in making Apple products are rare as well as unique

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